vbdo take a closer look

vbdo

Take a closer lookCurrent practices of

Dutch business on human rights

June 2012

3

This report has been made by order of the Dutch Association of Investors for Sustainable Development (VBDO) and made possible by the

Governments and Civil Society’ at June 12th

Take a closer lookCurrent practices of

Dutch business on human rights

4

Foreword Jan Eijsbouts

Human Rights@Work and VBDO report on the practical

implementation of the UN Guiding Principles on Human

-‐

cial Representative of the UN Secretary General on the issue of human rights

-‐

to companies and other businesses to identify the social norms relevant to

-‐

-‐

5

those involved in their supply chains run the risk of impacting on the human

-‐

in an agricultural or forest region in a developing country has a different CSR

And this in turn is quite different from a pharmaceutical company opting to

do its clinical testing in a barely regulated developing country rather than in

-‐

-‐

Professor Corporate Social Responsibility Maastricht University

Recent General Counsel Akzo Nobel

Foreword VBDO

on international standards such as the Human Rights Declaration and the

-‐

-‐

if local legislation does not require this and my competitiveness may be

7

-‐

some insights into the questions companies and investors face in the area of

Giuseppe van der helmExecutive Director VBDO

[email protected]

8

Executive summary

Introduction

support the operationalisation of these guidelines and especially the cor-‐

porate responsibility to respect human rights in a company’s strategy and

-‐

status of the guidelines’ implementation in the Netherlands and to provide

ideas and suggestions for future elaboration of the human rights paragraph

Implementation in the NetherlandsThe guidelines describe the different steps companies should take for being

9

Policies: progress is being made

-‐

Impact assessment is more than identifying company risks or auditing the supply chainContinuously identifying and assessing a company’s potential and actual

-‐

10

-‐

most important (in terms of severity and likely occurrence) human rights for

Integration still at its infancy

-‐

-‐

11

Monitoring effectiveness of the response is not per se identical to complianceCompanies should track the effectiveness of their response to human rights

-‐

Communication and reporting is still a sensitive issue

12

It is not surprising that companies hardly communicate about their perfor-‐

-‐

transparency and initiatives for stakeholder dialogue on many elements of

Remediation efforts mainly in the supply chain-‐

of the business) appear not to look at the negative impact they cause di-‐

but it has the potential to ensure satisfactory remediation for all parties

-‐

13

Operational-‐level grievance mechanisms could provide a useful tool to pre-‐

The grievance mechanisms that companies currently have in place do not

grievance mechanisms focus on living up to the code of conduct or busi-‐

mechanisms that cover all relevant issues and actors on the human rights

-‐

Although many companies do take some steps to avoid negative impact on

companies to take a closer look at their impact…

14

Colofon:

Beco author:

Carla Neefs

Human Rights@Work author:

Liesbeth Unger

VBDO authors:

NGOs, investors and companies who agreed to be involved in our original

research and to be featured in this report:

Editor:

Lay out:

15

Inhoudsopgave

Foreword Jan Eijsbouts 4

Foreword VBDO 6

Executive Summary 8

1 Introduction 16

2 Methodology 18

3 Importance of human rights 20

the business case 22

4 What good practices are expected: a checklist 29

5 Current status of implementation of the principles in the Netherlands 37

6 Conclusion 76

Annex 83

A

B

C

D

Introduction

as the VBDO felt that companies are in general more attentive to and more

Another motivation for the VBDO’s choice derives from the recently revised -‐

-‐

to promote the operationalisation of the corporate responsibility to respect

1.1 This publication

1

goal is to give insight into the current status of the implementation of the

The publication pays attention to the importance of human rights for com-‐

1

17

-‐nies still have to take further steps to be truly effective in their respect for human rights and to achieve implementation of the corporate responsibility

1.2 Target group

The good practices and dilemmas provided in this publication are mostly

-‐

Part

APart

BPart

CPart

D

18

Methodology

-‐

-‐

2.1 Research methodologiesQuantitative research

-‐panies in order to get a grasp on the current status of human rights and

-‐

Qualitative research-‐2

-‐

2

19

2.2 Limitations of the publicationAlthough the aim is to inform the readers of this publication on the implemen-‐

compare the information of different companies due to the use of differ-‐

-‐

Human rights covers a broad scope of topics and due to limited time and

Part

APart

BPart

CPart

D

20

Importance of human rights

3.1 What are human rights?

rence points on human rights being constituted by the International Bill of

Human Rights3 and the core conventions of the International Labour Organi-‐4

-‐

-‐5

has become clear that companies can potentially have an impact on all hu-‐man rights contribution

-‐

political authorities or be linked to these abuses

3

-‐

4 Principle 12 of the UN Guiding Principles

21

the international Bill of Human Rights and the fundamental ILO Conventions

7

Topics Right/Freedom Source (article)UD=Universal Declaration of Human Rights; ESC=Convention

CP=Convention on Civil and Political Rights; ILO=International Labour Organisa-‐tion Core Conventions

ILO UD CP

I Labour

conditions23

7

138 10

100111

12

723

27

23

18

8798

202223

8 11

remuneration

living

100232425

7

II Security

of Person -‐

Imprisonment

35

79

11

1415

from intimidation181920

181921

Part

APart

BPart

CPart

D

22

III Health/EnvironmentDeducted from the right to physi-‐cal and mental health by improve-‐ment of all aspects of environ-‐

environment

12

adequate for health25 12

IV Property/economic1325

of living25

17-‐

ence)12 17

hunger25 11

1324

VI Political

participation17

VII Indigenous rights

to subsistence

1 1

27 27

3.2 Why are human rights important to business: the business case

-‐

-‐

23

-‐

the current global status of human rights due diligence involving some 25

-‐

8 have publicly stated

It is essential for companies to understand it is not only about philanthropy

-‐

ReputationViolation of human rights has an enormous impact on the reputation of a

Part

APart

BPart

CPart

D

BAM

-‐

24

Social license to operateCompanies that are seen to have respect for human rights can gain the sup-‐

Cost savingCompanies that are pro-‐active in respecting human rights save on costs

-‐

Risk reduction

of getting involved in disputes or being accused of not respecting human

In 1997 Shellprinciples in response to societal concerns over the lack of clarity about the respon-‐

Principles and Code of Conduct still provide the foundation for Shell’s human rights

duty to protect of governments and the complementary but distinct responsibilities

KPN

G-‐Star-‐

25

Increased access to capital

Contribution to sustainable development and human developmentCompanies respecting human rights have the opportunity to contribute

Robeco advocates responsible investing because it believes that good corporate

Mn Service

PGGM’s strong motivation for engagement on human rights is grounded in the

Part

APart

BPart

CPart

D

AkzoNobelCode of Conduct and assists in protecting the company and its employees against

3.3 What is the juridical status of human rights and the new and revised guidelines?

-‐

3.3.1 Responsibilities towards human rights on basis of international treaties

protection of human rights (the duty to protect) also against infringements of others (including companies)

Randstad has been involved in the international debate around human rights and

Ahold

-‐

27

9

respon-‐sibility to respect -‐

10

of causing or contributing to gross human rights abuses as a legal compliance 11

Numerous multilateral initiatives have created codes of conduct for compa-‐

UN Guiding Principles on Business and Human Rights (UN Guiding Principles)

-‐

3.3.2 The corporate responsibility to respect human rights

-‐

11 UNGP 22

Part

APart

BPart

CPart

D

28

The corporate responsibility to respect entails that companies should have

-‐

(a) A policy commitment to meet their responsibility to respect human

rights;

(b) A human rights due-‐diligence process

(c) Processes to enable the remediation of any adverse human rights im-‐

on human rights;

(3) monitoring the effectiveness of the response;

-‐

-‐

29

What good practices are expected: a checklist

to begin implementing the UN Guiding Principles on Business and Human

-‐

and provides some indicators of good practice for implementation based on

4.1 Policy

Indicators of good practice: The company policy should refer to interna-‐

tional standards on human rights, such as the ILO conventions and the In-‐

ternational Bill of Human Rights. Senior management, preferably informed

by experts, should also endorse the policy. Finally, the company should sti-‐

pulate the expectations of personnel, business partners and other parties

directly linked to its operations, products or services.

Check the following questions:

4

A company should express their commitment to respect human rights

through a public statement

Part

APart

BPart

CPart

D

30

4.2 Assessing potential and actual impact

Indicators of good practice: A risk management system should take into

account risks for people as well as the business. It is important that the

company consults with relevant stakeholders, especially potentially affec-‐

ted groups and relevant experts. When setting priorities, the risks should

be ordered according to where (e.g. in which countries) the risk of adverse

as well.

Impact assessments of actual impacts should be made regularly, since hu-‐

man rights situations are dynamic. An assessment ought to precede a new

activity or relationship, as well as major decisions or changes in operation.

Periodic updates are necessary as well.


Companies need to identify and assess the nature of actual and potential

impact on the rights of people either through their own activities or as a

result of their business relationships.

31

Part

APart

BPart

CPart

D

-‐

-‐

4.3 Integration

embed it throughout the business enterprise.

adapt policies and processes to prevent or mitigate potential impact it

may contribute to and integrates them across relevant internal functions

and processes.

32

Indicators of good practice: The policy ought to be embedded in the busi-‐

ness through operational policies and processes, be actively communicated

internally and externally, provide clear lines of accountability, and be sup-‐

ported by training in relevant business functions. To ensure implementation

by suppliers, the policy should communicate an expectation of continuous

improvement to suppliers and be supported by training for suppliers. The

terms of agreement in a contract with the supplier should not interfere

with the supplier’s ability to observe the standard12.

Check the following questions:Has your company effectively integrated human rights into its systems and

rights

4.4 Monitoring the effectiveness of the response

The company should track the effectiveness of their response to address

adverse human rights impacts.

33

Part

APart

BPart

CPart

D

Indicators of good practice: The company should develop quantitative and

qualitative indicators, draw on internal and external sources for feedback,

and integrate response effectiveness into internal reporting processes.


4.5 Communication and reporting

Indicators of good practice: The information should be accessible to the

intended audiences, especially those affected by the company. This infor-‐

responses. Furthermore, codes and policies should be disclosed, and the in-‐

formation supplied should include indicators as to how enterprises identify

and address adverse impacts on human rights. Formal reporting by enter-‐

prises is expected where risks of severe human rights impacts exist.

A company should communicate externally how impacts are addressed.

34


-‐

-‐

4.6 Remediation

Indicators of good practice: The responsibility for addressing impacts

ought to be assigned to the appropriate level and function within the com-‐

pany, and internal decision-‐making, budget allocations and oversight pro-‐

cesses should enable effective responses. Where remediation is needed and

the company has caused or contributed to negative impacts, the company

should provide for or cooperate in their remediation through legitimate

processes and take appropriate action in order to mitigate adverse impact.

The company takes appropriate action where it has caused or contributed

to negative impact or uses its leverage where negative impact is directly

linked to its operations, products or services by its business relationship

with another entity.

35

Part

APart

BPart

CPart

D

Where negative impact is linked to its operations, products or services by

its business relationship with another entity, the company should use its

leverage with this business relationship (e.g. provide support and advice to

suppliers, increase leverage by forming partnerships with sector associa-‐

tions). Where the company has not itself contributed to the negative impact

but is directly linked through its business relationships, it does not itself

have to provide remediation but may take a role in doing so. Where serious

breaches persist, companies should only terminate a supplier relationship

after reasonable attempts have been made to work with the supplier to

implement improvements, and after it has considered whether terminating

the relationship would in fact have adverse human rights consequences.

Check the following questions:-‐

-‐

4.7 Grievance mechanisms

Indicators of good practice: The company should not preclude access to

judicial or non-‐judicial grievance mechanisms. Criteria for an effective

grie-‐vance mechanism are that it should be legitimate, accessible, predic-‐

table, equitable, transparent, rights-‐compatible, a source of continuous

learning, and based on engagement and dialogue.

The company ensures remediation through legitimate processes, such

as an effective grievance mechanism to identify impact and to address

grievances.

37

Current status of implementation of the principles in the Netherlands

-‐

research)

respect for human rights” of the Business & Human Rights Initiative of Global

5

Part

APart

BPart

CPart

D

38

5.1 Policy “ The policy reinforces internal support and sends a message that

this topic is taken very seriously both in the investment process as

well as our own corporate responsibility” (Robeco)

5.1.1 Introduction

-‐

Companies are increasingly demonstrating their respect for human rights by

referring to and using human rights standards or guidelines in their code of

5.1.2 Current practices in the Netherlands

-‐

-‐

-‐

39

Part

APart

BPart

CPart

D

-‐

When the 47 companies are divided by sector as the VBDO did in its Re-‐

-‐

41

Part

APart

BPart

CPart

D

Since a reference in human rights commitments to internationally recog-‐

-‐

5.1.3 Main challenge-‐

42

5.1.4 Good practice examples

ASN Bank, Human Rights Position Paper and Policy

describes the criteria used for its investments and operations (this includes

International Bill of Human Rights and the UN Guiding Principles for Business and

-‐

For more information or for the policy documents see: www.asnbank.nl (Dutch

Policy is available on the website, the English version on request)

43

Part

APart

BPart

CPart

D

5.1.6 Overview current practices

-‐

HEINEKEN, Employee’s and Human Rights Policy

-‐

policy gives a clear description of a number of important human rights issues to

-‐

-‐

44

-‐

5.2 Assessing potential and actual impact5.2.1 Introduction

-‐

-‐

potential and actual consequences of its business activities on human rights

of other enterprises in its value chain (insofar as they can be affected by its

actions and decisions)13

14

14 UN Guiding Principles on Business and Human Rights 18

45

Part

APart

BPart

CPart

D

support

-‐

5.2.2 Publicly reported practices-‐

-‐

-‐

That companies rarely perform a human rights impact assessment as a sepa-‐

-‐

panies often reported including human rights impact in risk management

-‐

-‐

or fragile states so as to ensure that security forces protecting the company’

-‐

-‐

-‐

5.2.3 Main challengeHow to implement impact assessment?

-‐

-‐

cial audits are limited in the information they provide and are very high in

47

Part

APart

BPart

CPart

D

-‐

5.2.4 Good practice examples-‐

ing attention to human rights in their risk assessment (measuring potential

Mn Services

-‐

48

Robeco, risk assessment at different levels

-‐

-‐

-‐

49

Part

APart

BPart

CPart

D

-‐

ferent, with different people and issues.” (Shell)

5.2.5 Overview current practices-‐

-‐

-‐

Shell, tools and standards for impact assessment

-‐

-‐

that displaced persons be assisted in their efforts to improve their livelihood and

50

use country analyses done by multi stakeholder initiatives such as the

help supply up-‐to-‐date information in their three main sourcing coun-‐

-‐

-‐

-‐

-‐

-‐

51

Part

APart

BPart

CPart

D

local stakeholders and affected people in this consultation process still

-‐

-‐

“ As part of the due diligence process, companies will need to identi-‐

fy their risks to society and the environment through impact assess-‐

ments. This is not happening at a large scale yet, and companies

are still regularly surprised by the cases of adverse impacts on hu-‐

man rights that we bring forward. In the future, companies should

identify their adverse impacts and involve the affected stakehold-‐

ers in the remediation of the problems. We as NGO can then take

the role of offering guidance and support to local communities and

affected individuals in this process of remediation.” (SOMO)

5.3 Integration 5.3.1 Introduction

-‐

-‐

-‐

52

5.3.2 Publicly reported practices

5.3.3 Main challenge

Integration in the daily business is the main challenge for all companies

-‐

-‐

understanding of human rights is often lacking internally or concentrated

-‐

Shell -‐

-‐

53

Part

APart

BPart

CPart

D

5.3.4 Good practice examplesThe communication on integration of human rights policies and the adap-‐

-‐

-‐

54

Robeco, making human rights material

-‐

-‐

PGGM, responsible investment as part of the company’s DNA

-‐

-‐

-‐

55

Part

APart

BPart

CPart

D


They see it as an important role of theirs to integrate human rights in

-‐

ened the scope of its engagement from a purely thematic engagement to a com-‐

-‐

use insights from benchmarking company performance against other companies in

-‐

-‐

5.4 Monitoring the effectiveness of the response5.4.1 Introduction

-‐

-‐


-‐

-‐

57

-‐

5.4.3 Main challenge-‐

-‐

5.4.4 Good practice examples

Part

APart

BPart

CPart

D

58

KPN, Supplier procedure

Third party audit

-‐

-‐

sess and develop CSR (Corporate Social Responsibility) implementation across the

-‐

-‐

-‐

both to regular time and to overtime) in particular require several months to be

59

Part

APart

BPart

CPart

D

“ Our cooperation in GeSi is very positive. We develop instruments

that are publicly available for everyone in-‐ and outside the sec-‐

tor. This is possible because we see CSR and human rights as non-‐

competitive issues that need to be taken up jointly. We see the

extension of our procedure to third party audits as an important

step to create more and more cooperation with our suppliers

towards improvements in the supply chain. This is an intense,

but necessary and inspiring way to go with our 1400 suppliers in

total.” (KPN)

Mn Services, indicators for progress in the process of engagement

When a dialogue fails to yield results or a company continues to refuse dialogue

-‐

ment

5.4.5 Overview current practices-‐

-‐

targets and indicators for the effectiveness of their engagement pro-‐

-‐

-‐

-‐

improvement-‐based social compliance program is to ensure that suppliers

Part

APart

BPart

CPart

D

“ At the moment there is a large difference between the results

of social audits in the supply chain and the cases of human rights

that companies investing in the improvement of conditions in the

supply chain rely too much on social auditing mechanisms that

have fundamental shortcomings in their ability to identify the

realities on the ground. It would be much more effective if com-‐

panies involve NGOs and local stakeholders in all stages of the

supply chain approach, from code development, implementation

(SOMO)

5.5. Communication and reporting

“ Transparency is one of PGGM’s core values. We strive for openness,

although in the process of engagement it is sometimes most effec-‐

(PGGM)

5.5.1 IntroductionTransparency is an essential element of corporate responsibility and part

-‐

pared for those questions by taking the steps of the due diligence process

and collecting relevant data are parts of the proactive approach that is


Part

APart

BPart

CPart

D

5.5.3 Main challengeHow to communicate externally on human rights?

-‐

-‐

(GRI) has adapted its performance indicators to the UN guiding performance

on the central issues and dilemmas faced by companies in the implementa-‐

-‐

5.5.4. Good practice examples

-‐

5.5.5. Overview current practices

advance

-‐

standing for choices made and for the process companies undergo leads

PGGM, transparency as a core company value

The latter include several responsible investment policies and quarterly report

-‐

-‐

-‐

Part

APart

BPart

CPart

D

Unilever, communication and transparency

Unilever has several means to communicate on sustainability and human

rights. For example, it reports quite elaborately on its website, whose most

important pages related to human rights can be found at: www.unilever.com/

sustainable-‐living/ourpeople/rights/. On these pages, Unilever elaborately

undergoing to review its current approach. Between 2006-‐2009 Unilever has

union TUMTIS. Under the terms of the OECD guidelines for multinational en-‐

terprises, the unions referred their complaints to the OECD national contact

points in the UK and in Turkey. The complaints were involving the labour rights

of workers in Unilever’s supply chain. It gives a summary of the complaints,

and outlines the action it has taken and is taking to resolve these issues.

Furthermore, Unilever actively seeks dialogue with different stakeholders, in-‐

cluding critical ones. On its website, it informs its stakeholders also in written

form how it is responding to the allegations and what actions it has taken to

remedy negative impact.

Lately, Unilever has also taken an unprecedented step together with Oxfam to

undertake an independent study to assess the labour standards in its supply

chain in Vietnam in the context of international standards and local condi-‐

tions. The study aims to contribute to the development of a set of principles

and measures that will enable Unilever and other companies to meet their so-‐

recommendations arising from it in 2012.

5.6 Remediation5.6.1 Introduction

-‐

ute to an adverse human rights impact that it has not foreseen or been able

-‐

-‐

Have leverage Lack leverageCrucial business relationship

A

B

recurs

the relationship15 or be able to demonstrate efforts made

-‐ing possible consequences of

Non-‐crucial business relationship

C

end the relationship

D

increasing leverage to mitigate the risk that the abuse contin-‐

-‐

relationship17

-‐

potential adverse human rights impacts of doing so17 Idem

Part

APart

BPart

CPart

D

5.6.2 Publicly reported practices-‐

-‐

5.6.3 Main challenges

and all those affected

-‐

-‐

-‐

-‐

lenge is to take appropriate measures to support or encourage and advice

“ In our supply chain approach we work with audits and improvement

plans in which buyers as well as suppliers are involved. Stepping

out of a relationship usually does not work, since it only leads to

of improvement. Stimulation of dialogue, improvement plans and

concrete placement in management systems are key.” (ICCO and

Fair Wear Foundation)

Part

APart

BPart

CPart

D

5.6.4 Good practices

SACOM and HP working together16

-‐

-‐

-‐

The training methodology sought to improve the functioning of factory systems

suppliers need to be involved in the day-‐to-‐ day monitoring and implementation

70

The training methodology sought to improve the functioning of factory systems

suppliers need to be involved in the day-‐to-‐ day monitoring and implementation

-‐

-‐

AkzoNobel, Code of Conduct & Corporate Complaints Procedure (SpeakUp!)

of those values and principles and to live up to the standards of behavior they

71

Part

APart

BPart

CPart

D

procedure provides for on-‐line reporting (in 27 languages) or the use of a toll free

and there are no repercussions against anyone reporting an irregularity in good

-‐

-‐

-‐

A Corporate Compliance Committee monitors the process and makes sure that

-‐

72

Fair Wear Foundation complaints mechanism open for employees of suppliers18

-‐

but the Contact Person has to do an initial assessment of the complaint and un-‐

-‐

-‐

-‐

-‐

-‐

73

Part

APart

BPart

CPart

D


-‐

-‐

-‐

-‐

ask the member company to decrease orders from the factory to put pressure

74

-‐

“ We think companies should be accountable for the human rights

violations in which they are involved. By this we mean that they

have to invest money and means to relieve the pain of the victims.

We think that human rights due diligence should be made manda-‐

tory. Unfortunately, the UN Guiding Principles on Human Rights and

Business don’t go that far.” (Amnesty International)

-‐

not yet systematically used as a mechanism to resolve complaints on hu-‐

75

-‐

-‐

-‐

of companies whether the company has a complaint mechanism,

whether companies address the adverse human rights impact and

also whether companies are playing a constructive role in judicial

grievance mechanisms.” ( Amnesty International)

-‐

-‐

(often child labour or forced labour is mentioned as a reason to stop

their suppliers and introduce programs for capacity building and trai-‐

Part

APart

BPart

CPart

D

Conclusions

PolicyThis report has revealed that progress is being made in human rights com-‐

-‐

in focusing on those human rights that are most at risk in their business or

Assessing potential and actual impact

-‐

6

77

-‐

-‐

-‐

Integration-‐

-‐

the relevance of human rights to a broader group and to aid the process of

make a better assessment of the company’s performance in integrating the

Part

APart

BPart

CPart

D

78

Monitoring the effectiveness of the response

-‐

-‐

applies to the effectiveness of (adapted) internal management processes

-‐

-‐

Communication and reportingCommunication and reporting is closely linked to impact assessment and

-‐

79

for reporting and communication as provided by organisations like Global

initiatives for stakeholder dialogue on many elements of sustainability in

Remediation-‐

the second via grievance mechanisms and the third consists of corrective

but has the potential to ensure satisfactory remediation for all parties con-‐

Operational-‐level grievance mechanisms could provide a useful tool to pre-‐

grievance mechanisms that companies currently have in place are not yet

could intensify their efforts to develop grievance mechanisms that cover all

Part

APart

BPart

CPart

D

80

Remediation in supply chain policies most commonly takes the shape of cor-‐

-‐

-‐

81

Acknowledgements

-‐

-‐

Beco

-‐

Human Rights@Work (HR@W)-‐

-‐

on human rights into practice

82

Contacts for further information:BecoCarla Neefs

Strategy Consultant Sustainability

Human Rights@WorkLiesbeth Unger

Consultant CSR and Human Rights

VBDOSaskia Verbunt

83

Annex

84

AEX AMX AScX ‘Other’Ahold (Royal) Aalberts Indus-‐

triesAccell Group ASN Bank

Ballast Nedam APG

Group

Aperam(Royal) Group

G-‐Star

Group

Wessanen (Royal)

Boskalis West-‐minster (Royal)

Imtech Randstad

Robeco

Nutreco

Heineken Pharming Group

Ten Cate (Royal)

Philips (Royal) Vopak (Royal)

PostNL Wavin

Shell (Royal Dutch)

TomTom

Unilever

1

85

2 Overview of human rights in international (sector) initiatives

This provides a quick glance into the participation of Dutch companies in

Food sector

limited number of ) labour rights and sometimes other human rights (land

-‐

-‐

-‐

-‐

-‐

-‐

-‐

The Business Social Compliance Initiative (BSCI) is a business driven initia-‐

Heineken (SAI platform)

-‐

Royal Wessanen (RSPO)

Human Rights in the ICT/Electronic sector

-‐

-‐

87

-‐

Construction sector

-‐

-‐

-‐

88

Chemicals & IndustryResponsible Care is the global chemical industry’s initiative to improve

-‐

-‐

Mining-‐

-‐

-‐

-‐

-‐

89

Dutch members:

These sector initiatives are not so relevant for other companies in the Dutch

Media

-‐

-‐

Dutch media are not collaborating in the area of CSR or on impact on human

The others

offer important support and guidance for the implementation of the UN

90

-‐

-‐

-‐

-‐

91

Important sources for human rights and business

-‐

-‐

-‐

-‐

-‐

-‐

3

The VBDO (Dutch Association of Investors for Sustainable Development) aims at generating a sustainable capital market,a market that brings together supply and demand, not just based on financial criteria, but also on social and environmental aspects.

VBDO focuses its activities on actors in the Netherlands, with the international context.

www.vbdo.nl / www.duurzaamaandeel.nl

vbdo take a closer look

Documents